Objective: To develop a clinical leadership programme for early stage health and social care professionals (HSCPs) which is endorsed by stakeholders, implementable and applicable to HSCPs in all sectors.
Methods: As part of the Health Service Executives (HSEs) Future Leaders Programme the authors:
Reviewed the HSCP Education and Development Strategy 2016 – 20191 and the HSE People Strategy 2015-20182
Reviewed the literature of clinical leadership programmes and identified the core modules for an early career HSPC clinical leadership programme
Undertook stakeholder analysis and surveyed stakeholders and service users to validate and refine core competencies
Methods: As part of the Health Service Executives (HSEs) Future Leaders Programme the authors:
Reviewed the literature of clinical leadership programmes (NHS Clinical Leadership Competency Framework, Edward Jenner Online module, Nursing Competency Framework, HSELand online modules for all HSE staff)and identified the core modules for an early career HSPC clinical leadership programme
Undertook stakeholder analysis and surveyed stakeholders and service users to validate and refine core competencies. Stakeholders were identified as the professional bodies of the larger professions represented by the HSCP Office (Physiotherapy, Occupational Therapy, Nutrition and Dietetics, Medical Social Work, Clinical Measurement Scientists, Radiography, Psychology, Podiatry, Speech and Language Therapy) and the HSE Quality Improvement Department. Each profession was invited by letter to nominate an appropriate representative to respond to a survey monkey questionnaire. Each stakeholder was then sent 2 invitations via survey monkey to participate. In the questionnaire they were asked to rate (from very important to unimportant, on a 5 point scale) the proposed evidence based course content from their perspective/learning needs.
Results: There were a total of 7 respondents (response rate 70%) which confirmed the evidence based key components of a clinical leadership programme. These were identified as:
Self Awareness – beliefs, values and behaviours
Working with Others – building a network
Effective Communication – giving and receiving feedback
Quality & Service Improvement – patient safety
Qualitative data was reviewed by the authors for common themes. These were identified as mental toughness, managing uncertainty, leadership (models and psychology), and managing risk.
Conclusion: Leadership can happen anywhere at any time3. The HSE People Strategy identifies the need to ‘place particular emphasis on engaging clinicians and supporting them in leading change and quality improvements at all levels’.
The HSCP Education and Development Strategy 2016 – 2019 and the HSE People Strategy 2015 – 2018 both identify that developing leadership competencies is an essential component of professional development for all HSCPs. This project identifies the evidence-based and validated core competencies to a programme that will support and champion the next level of clinical leaders by engaging staff and equipping them to problem solve, innovate and deliver regardless of grade.
There is a recognised drive in organisational architecture towards distributed leadership and this project embraces that concept.
The aim is that the National Health and Social Care Professionals Office will adopt and deliver the programme nationally.
References:
HSCP Education and Development Strategy 2016 – 2019
HSE People Strategy 2015 - 2018
Kouzes and Posner. 4th ed. The Leadership Challenge, 2007
